1. Leading Change in Turbulent Times Executive Education Seminar HIGH PERFORMING OR DYSFUNCTIONAL: HOW HEALTHY IS YOUR TEAM? Tammy Reynolds, MBA October 2013

2. A little about me… Grew up in Pittsburgh, Pennsylvania Have two awesome sons and a husband Tim (who you met earlier) Have a big lovable dog Worked in industry for 20+ years, most recently with Whirlpool Corporation Joined Ohio University August 2012 Love the outdoors – skiing, biking, hiking, kayaking

3. Sources used for this presentation

4. The Good, the Bad, and the Ugly Discuss at your table: Think about your best team experience – sports, school, social organization, work place? What made it great? Now think of the worst team Why was it so bad?

5. Groups  Two or more interacting and interdependent individuals who come together to achieve specific goals.  Formal groups  Informal groups

6. What Is a Team? Groups whose members work intensely on a specific, common goal using their positive synergy, individual and mutual accountability, and complementary skills.

7. Tuckman’s Stages of Team Development

8. Team Dynamics  Groupthink - when a group exerts extensive pressure on an individual to align his or her opinion with that of others.  Social loafing - the tendency for individuals to expend less effort when working collectively than when working individually.

10. Groupthink http://www.youtube.com/watch?v=mWoFQAqeZnQ

11. Mini Case Instructions: 1. Take a few minutes to read the case individually and answer the 3 questions 2. Discuss at your table 10 minutes and try to reach agreement on the 3 questions 3. Prepare your response and elect a spokesperson for the group 4. Review as a large group

12. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Invulnerability

13. Lack of Trust What are some examples of lack of trust on teams that you have experienced?

14. Building Teams that Trust

15. Steven Covey - Trust

16. Emotional Bank Account Steven Covey Group Exercise  At your tables, discuss deposits and withdrawals that you might make into the emotional bank account of someone you love  Next, discuss deposits and withdrawals that you might make with fellow teammates at work

17. Emotional Bank Account Steven Covey

18. Other ways to build trust on teams Share styles, strengths and personality differences Get to know each other outside of work

19. Teams that trust… Admit weaknesses Ask for help Accept questions and input regarding their areas of responsibility Appreciate and tap into one another’s skills and experiences Offer and accept apologies

20. Lost at Sea

21. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Artificial Harmony The Five Dysfunctions of a Team by Patrick Lencioni

22. Fear of Conflict  Traditional view of conflict - the view that all conflict is bad and must be avoided. Conflict - perceived incompatible differences that result opposition.

23. Functional Conflict Conflicts that support a group’s goals and improve its performance. – Task conflict - conflicts over content and goals of the work. – Process conflict - conflict over how work gets done.

24. Dysfunctional Conflict  Dysfunctional conflicts - conflicts that prevent a group from achieving its goals(typically interpersonal)

25. SO, IS CONFLICT ALWAYS A BAD THING? Clearly Not

26. Relationship Between Level of Conflict and Level of Performance

27. Five Conflict-Handling Styles  Avoiding - “Maybe the problem will go away”  Accommodating – “Let’s do it your way”  Forcing – “You have to do it my way”  Compromising – “Let’s split the difference”  Collaborating – “Let’s cooperate to reach a win-win solution that benefits both of us”

28. Programmed Conflict  Devil’s advocacy  process of assigning someone to play the role of critic to voice possible objections to a proposal and thereby generate critical thinking and reality testing  Dialectic method  process of having two people or groups play opposing roles in a debate in order to better understand a proposal

29. Teams that engage in healthy conflict… Have lively interesting meetings Put critical topics on the table for discussion Tackle issues “head on” Solve real problems quickly Minimize politics

30. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Ambiguity The Five Dysfunctions of a Team by Patrick Lencioni

31. Lack of Team Commitment What does lack of commitment look like: “Fuzzy” goals, no clear direction Revisit discussions and decisions over and over again Encourages second guessing

32. A team that commits…  Creates clarity around priorities  Moves forward without hesitation  Aligns the team members around common objectives

33. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Low Standards The Five Dysfunctions of a Team by Patrick Lencioni

34. Avoidance of Accountability Encourages mediocrity Misses deadlines and key deliverables

35. Teams that hold each other accountable Ensure poor performers feel pressure to improve Identify potential problems quickly by questioning one another’s approaches

36. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Status & Ego The Five Dysfunctions of a Team by Patrick Lencioni

37. Inattention to Results “The ultimate dysfunction of a team is the tendency of member to care about something other than the collective goals of the group.” (Lencioni, 2002) Rarely defeats competitors Encourages team members to focus on their own careers and individual goals

38. Teams that focus on results… Win! Retain achievement oriented employees Minimizes individualistic behavior Learn to subjugate individual egos and agenda for the good of the team

39. Inattention to Results Avoidance of Accountability Lack of Commitment Fear of Conflict Absence of Trust Status & Ego Low Standards Ambiguity Artificial Harmony Invulnerability The Five Dysfunctions of a Team by Patrick Lencioni

41. How healthy is your team? Referring to Lencioni’s model, determine how healthy your team is What does your team do well? What can it improve upon? What one thing will you commit to changing on your team?